19. Coordination in Management: Meaning, Importance, Principles, Barriers & Techniques

19. Coordination in Management

Definition, Objectives, Principles, Barriers, and Techniques

Introduction

In any organisation, the achievement of objectives does not rely solely on planning and issuing instructions. True effectiveness is realised when all parts of the organisation—people, processes, and departments—work in harmony toward a common goal. This integration of efforts and resources is achieved through a fundamental managerial function known as Coordination.

Coordination is the deliberate effort to synchronise the activities and contributions of different individuals and units within an organisation so that they collectively contribute to organisational objectives. It ensures that actions are not isolated but aligned, purposeful, and efficient. Without coordination, even the most well-devised plans may fail to deliver the intended outcomes.

Meaning and Definitions of Coordination

Coordination is the art and science of ensuring that the different elements of an organisation function in an integrated and cooperative manner. Several management theorists have defined coordination in the following ways:

• Henry Fayol described coordination as the mechanism that enables an organisation to achieve collective goals by establishing harmony among the efforts of individuals.
• Koontz and O'Donnell defined coordination as the orderly arrangement and synchronisation of group efforts to provide unity of action in the pursuit of a common goal.
• Mooney and Reiley saw coordination as the "essence of management," describing it as the unifying thread that ensures organisational structure is dynamic and functional.

From these perspectives, it is clear that coordination is not a one-time activity but a continuous process that binds all other managerial functions together.

Objectives of Coordination

The primary objectives of coordination in management are as follows:

1. Unification of Efforts: To bring together individual and departmental efforts so that they contribute to shared organisational goals.
2. Optimal Resource Utilisation: To prevent duplication of work and ensure that resources—human, financial, and material—are used efficiently and judiciously.
3. Promoting Teamwork and Cooperation: To foster a culture of collaboration and mutual understanding among departments and personnel.
4. Consistency in Decision-Making: To ensure that decisions made at various levels are aligned and do not conflict with one another.
5. Improved Organisational Performance: To facilitate smooth workflow and timely achievement of objectives.
6. Stability and Satisfaction: To create a work environment where employees are satisfied, motivated, and committed to organisational success.

Need for Coordination

The necessity of coordination arises due to the complexity and interdependence of organisational operations. The following points highlight its significance:

• To Eliminate Conflict: When departments operate in isolation, misunderstandings and disputes are likely. Coordination prevents these issues by integrating activities.
• To Maintain Consistency: In large organisations, different units may have separate goals. Coordination ensures that these goals are aligned with the overarching mission.
• To Maximise Output: By aligning efforts and eliminating redundancies, coordination increases the effectiveness and productivity of the organisation.
• To Facilitate Specialisation: Coordination helps different specialists and departments to work synergistically, rather than in silos.
• To Achieve Organisational Objectives: It serves as a connecting mechanism to direct all activities toward common goals.

Consequences of Lack of Coordination

When coordination is absent or ineffective, the following problems may arise:

• Disruption in Workflow: Work may be delayed or come to a halt due to confusion or duplication of tasks.
• Inefficient Resource Use: Resources may be wasted or used ineffectively without a clear, unified direction.
• Employee Frustration: A lack of role clarity and poor communication can lead to dissatisfaction and demotivation among staff.
• Organisational Conflicts: Departments may blame each other for failures, leading to internal conflict.
• Decline in Organisational Performance: The absence of coordinated efforts results in inefficiencies, delays, and reduced output.

Barriers to Effective Coordination

Several factors can hinder the smooth implementation of coordination within an organisation:

1. Organisational Complexity: As organisations grow, maintaining coordination among numerous units becomes more difficult.
2. Ego and Self-Interest: When individuals or departments prioritise personal or local goals over organisational interests, coordination suffers.
3. Political Interference: Unwarranted external influence can disrupt the chain of command and undermine managerial authority.
4. Lack of Communication: Inadequate information sharing leads to misunderstandings and disjointed actions.
5. Unclear Role Definitions: Ambiguity in responsibilities can result in overlapping duties or ignored tasks.
6. Incompetent Leadership: Assigning key roles to individuals lacking in experience or skills can disrupt the coordination process.

Principles of Coordination

Effective coordination is governed by certain guiding principles:

1. Direct Contact: Managers should establish direct communication with subordinates and peers to reduce misinterpretation and promote clarity.
2. Early Initiation: Coordination should begin at the planning stage, not after problems emerge.
3. Reciprocal Relationships: Activities within an organisation are interdependent. Managers must consider how decisions in one area affect others.
4. Timeliness: Coordinated actions must be timely to ensure they are relevant and effective.
5. Effective Communication: Open and transparent communication channels are essential for coordination to function properly.
6. Continuity: Coordination should be a continuous process embedded in all stages of management—from planning to execution and feedback.

Techniques to Ensure Coordination

Organisations can adopt various methods to institutionalise coordination:

• Clearly Defined Objectives: Setting unified and well-understood goals for all departments.
• Appropriate Organisational Structure: Designing a structure that supports communication, accountability, and alignment of efforts.
• Standardised Policies and Procedures: Implementing uniform rules and policies to guide operations consistently across departments.
• Two-Way Communication: Encouraging open feedback between management and staff to resolve issues promptly.
• Regular Group Meetings: Holding scheduled meetings to review progress, share information, and align objectives.
• Direct Communication Channels: Reducing dependency on hierarchical communication by allowing direct interaction between relevant units.
• Formation of Coordinating Committees: Establishing dedicated committees to oversee and manage interdepartmental coordination.

Conclusion

Coordination is the backbone of effective management. It weaves together all functions—planning, organising, directing, and controlling—into a coherent and unified system. Without coordination, even the best-laid strategies and skilled personnel may fail to deliver results.

A proficient manager is not just a planner or decision-maker, but a coordinator who brings together diverse elements of the organisation to function as a single, cohesive unit. Just as harmony among musical notes creates a melody, harmony among organisational efforts creates efficiency, growth, and success.